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Healthy Corner Stores: A Best Practices Brief
Research Brief #2011-3
November 29, 2011
Nick Benson and Jill Clark
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The purpose of this brief is to share information gleaned from interviews conducted by the
Center for Farmland Policy Innovation at The Ohio State University regarding best practices for
establishing and operating healthy corner store initiatives.
1. Introduction
The Center for Farmland Policy
Innovation at The Ohio State University
conducted research on best practices for
the establishment and operation of
successful healthy corner store initiatives
as part of an ongoing healthy corner store
pilot project. While the definition of a
healthy corner store often differs from one
site to another, the Healthy Corner Store
Network1 acknowledges that,
“requirements to stock certain types of
items (such as whole grain bread, low-fat
milk, or fresh produce) and/or a minimum
number of healthy items (such as six types
of fresh produce),” are core values central
to most projects.
In conducting our research, the Center
primarily sought the advice of project
leaders from other corners store efforts.
The purpose of this research was to
assist our own efforts in promoting
healthy corner store initiatives in Ohio,
and, to the extent possible, inform
others around the country wishing to
launch and sustain healthy corner store
initiatives in their communities. This
document is not exhaustive in scope, but it
aims to offer general advice and lessons.
While individual community circumstances, demographics, and local needs will necessitate
differences in approaches, some best practices can be gleaned from the experiences of others.
2. Our Project and Research
The Center for Farmland Policy Innovation (Center) at The Ohio State University received
grant funding from the Ohio Department of Agriculture‟s Specialty Crop Block Grant program
to launch a healthy corner store pilot program in Ohio. The program, called Ohio Neighborhood
Harvest, involves neighborhoods in five Ohio counties, including urban Franklin and Summit
Counties, as well as the more rural Athens, Meigs, and Morgan Counties. Partnering with local
1 http://healthycornerstores.org/
Table of Contents
1. Introduction
2. Our Project and Research
2.1 Our Framework
2.2 Methodology
3. Peer Best Practices
3.1 Project Management and Process
3.1.1 Envision Success
3.1.2 Set Goals
3.1.3 Build Partnerships
3.1.3.1 Seek Support from other
Organizations and
Individuals
3.1.3.2 Consider Potential
Opposition
3.1.3.3 Secure Funding
3.2 Evaluation
3.3 Supply
3.4 Project Area Selection
3.5 Store Engagement
3.5.1 Tips on Approaching Store
Owners and Gaining Buy-In
3.5.2 Technical Assistance
3.6 Distribution
3.7 Demand
3.7.1 Community Needs Assessment
and Customer Surveys
3.7.2 Nutrition Education
3.7.3 Community Engagement &
Marketing
4. What‟s Next?
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organizations in each community, the Center provides funds and technical assistance to support
the organizations in establishing healthy corner store (urban locations) and gas station or drive-
thru (rural locations) initiatives in their communities. The purpose of the pilot program is to
ensure access to healthy and sustainable food options, namely, access to Ohio-grown fruits and
vegetables, in areas of need and to stimulate additional demand for their consumption. As part of
this project, the Center hopes to learn from these experiences and evaluate their strengths and
weaknesses.
In addition to the potential nutritional and public health benefits of our healthy corner store
and gas station projects, these projects also involve economic benefits as they seek to place Ohio
fruits and vegetables in corner store locations. Tying the effort to community-based
agriculture economic development by sourcing locally offers an added benefit to Ohio
farmers and Ohio fruit and vegetable distributors. This link between a pressing public need
and Ohio farms makes this program beneficial on multiple fronts.
2.1 Our Framework
Our approach focuses on the New Markets Model articulated by Edward J. Blakely and
Nancey Green Leigh in their 2010 book Planning Local Economic Development: Theory and
Practice. This model is geared towards addressing existing market failures. In the case of
corner stores, the market failure we focus on is market access. The New Markets Model
recognizes that lower-income inner-city and rural areas possess untapped market potential with
available purchasing power. Agricultural producers, fruit and vegetable distributors, and local
retailers have a prime opportunity to expand their markets by tapping these underserved
communities, and residents stand to benefit from greater access to nutritious foods. The current
market failures that exist are often cited as contributing factors to growing problems with obesity
and poor nutrition in low income communities. Expanding physical, cultural, and economic
access to healthy foods creates positive public health and economic benefits for communities.
Understanding why markets are underserved requires an understanding of the spatial
movement of people and capital as well as an understanding of consolidation and concentration
in the retail industry. For the majority of the last half century, there has been a steady movement
of suburbanization led by wealthier families leaving both urban and rural areas. Seeking
affordable land and distance from the perceived problems of cities and isolation of some
rural areas, this movement of people and their money has resulted in economic and social
consequences for remaining residents. These consequences include a declining tax base to
support municipal infrastructure and services, as well as declining retail and service
sectors. In addition to this population migration, consolidation in the retail industry has been
brought on by pressures for economies of scale in the retail industry. Mega-retailers have
become the norm and have situated in areas with ample space and affordable land to
accommodate their business models. This has resulted in many suburban store locations that are
removed from low-income areas in the urban core and rural areas far from major population
centers.
While there has been some population loss in certain urban areas, the underlying population
density in most urban areas could still be conducive to supporting more commercial activity than
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is currently being generated in these areas. In addition to greater population density, urban areas
offer focused centers of activity, proximity to major employers, and in the area of nutritious food
products, a market that currently lacks significant competition for customers.
The New Markets Model recognizes that there has been a market failure with respect to
access in these targeted communities and accepts that an intervention is needed to correct this
failure. This correction may involve one of four main responses to this issue:
Creating new outlets for purchasing healthy foods
Developing alternative distribution methods for healthy foods
Enhanced transportation options to access these foods
Increasing healthy new offerings at existing outlets
For the purposes of our project, we are focusing on increasing healthy new offerings at
existing outlets through healthy corners store and gas station initiatives.
Some of the key work areas building on the New Markets Model include addressing separate,
but related, issues of supply and demand. It is not enough to simply make healthy food
options available. Ensuring community residents know these options are available and that
they want to purchase these products leads to a more balanced market. Some of the grocers
who left urban neighborhoods believed, sometimes with merit and sometimes without, that these
markets either could not adequately support a grocery or that demand would be greater at an
alternative location. By focusing on both issues of supply and demand, the New Markets Model
is an effective tool for addressing the biggest issues that caused grocers to abandon certain
communities. Increasing the supply and availability of nutritious and culturally appropriate
foods can help to address present concerns about access. Aiming to establish efficient
distribution systems during this process can help to control costs for consumers and boost
profitability for store owners (see Figure 1). Ensuring adequate demand can be achieved by a
market assessment, marketing efforts, and greater education about health and nutrition issues.
By marketing healthy products and making constituencies more aware of the benefits of healthy
products and how to best prepare meals with these foods, there can be benefits for both sellers
and consumers. Matching supply and demand can lead to a balanced and sustainable
marketplace that can operate after a healthy corner store initiative is over.
Study Area Identification Community Needs Assessment
Project Management and Evaluation
Store Engagement
Distribution
Nutrition Education
Community Engagement & Marketing
Supply Demand
Figure 1. Supply and Demand in Healthy Corner Store Initiatives
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2.2 Methodology
The bulk of the unique research conducted by the Center for Farmland Policy Innovation
came from personal interviews with stakeholders in existing healthy corner store initiatives
around the country. Interviews were conducted with nine representatives associated with healthy
corner store programs between March and April 2011. There was an open call for interviews on
the COMFOOD listserv that is managed by Tufts University.
While interview techniques were designed to be flexible, there were core areas that were
discussed with each participant that coincide with the model shown in Figure 1. Interviewees
were asked questions falling under the following categories:
Process
Project Evaluation
Supply
Project Area Selection
Store Engagement
Distribution
Demand
Community Assessment
Nutrition Education
Community Engagement & Marketing
3. Peer Best Practices
The results of our research are presented in the order of the core interview areas as listed
above. Best practices were determined based on consensus opinions from an array of peers and
through some information gleaned from previous research in this field. When inconsistent or
conflicting advice emerged, we sought to discern best practices based on previously published
literature or simply presented the various practices and differing options. A helpful list of
literature and sources consulted can be found at the end of this report.
3.1 Project Management and Process
Project management and process were parsed into five subcategories: envision success, set
goals and build partnerships, seek support from other organizations, consider opposition, and
secure funding. What follows is an examination of each of these topics.
3.1.1 Envision Success
A successful healthy corner store initiative typically brings together project managers,
community members, corner store owners, food distributors, and partner organizations to offer
affordable healthy food options in corner stores located in areas designated as food deserts (see
section 3.4 Project Area Selection for more information on how food desert identification plays
a role in healthy corner store projects). Individual organizations may have corner store programs
that differ in size and scope and may strive towards achieving an array of different goals. Some
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programs may involve complete interventions in stores while others may involve more modest
store enhancements. Regardless of size and scope, it is important for healthy corner store
programs to establish a clear idea of what a successful effort would look like and to remain
focused on tailoring solutions towards this end.
While specific food offerings can differ and should seek to be nutritious and culturally
appropriate, the common threads are ensuring access and affordability. Many initiatives also
feature locally produced food offerings that have the dual impact of supporting sustainable
agriculture while also addressing a pressing social and public health need in targeted
communities. It may be worth exploring this possibility if it fits within the scope of your group‟s
work.
3.1.2 Set Goals
It might seem obvious that when launching a healthy corner store initiative, organizers
should set end goals for the initiative. Goal setting helps to establish a framework for
meeting tangible benchmarks and can give definition and direction to work. Goal setting
may evolve as more partners get involved in a project, but establishing initial goals as a blueprint
helps to spell out next steps and to measure progress towards successful outcomes.
Setting goals is also critical to conducting a solid project evaluation. In order to evaluate the
success of a program, there need to be clear goals and objectives established at the outset of the
project. Once goals are set and worked has been performed, the two can be compared to
measure progress. Making evaluations is essential in order to make changes and learn as a
project evolves.
3.1.3 Build Partnerships
The best way to begin to build momentum is to partner with the people and organizational
leaders within the communities in which you plan to work. This is particularly critical if you are
not from this community. Building a diverse network of partners can translate into better,
more informed project design and community members taking ownership over projects in
their neighborhoods and provides greater access to the networks of human capital that
each constituency has to offer. While circumstances may vary in different communities, there
are some common types of partners who have been engaged in successful healthy corner store
initiatives across the country. Community groups and resident organizations, such as
neighborhood associations, should be embedded in the community and can help to ensure buy-in
from local residents. Aside from community groups and residents, many successful partnerships
include organizations such as: public health organizations, food policy councils, local
government agencies and officials, chambers of commerce, community development
organizations, economic development organizations, affordable housing organizations,
nutritionists, faith-based organizations, academic centers, and transit organizations.
Healthy corner store program organizers should assess possible partnerships, consider
political dynamics that may be involved with selecting potential partner organizations, and
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ensure that networks of partnerships are broad enough to ensure strength and depth without
creating an overly cumbersome structure that is unmanageable.
3.1.3.1 Seek Support from other Organizations and Individuals
In addition to direct partners, it is important to build relationships with support
organizations. Support organizations can provide technical assistance, research capacity,
and other services and assistance that are highly specialized. In our role in facilitating
healthy corner store pilot programs across Ohio, the Center for Farmland Policy Innovation at
The Ohio State University acted as a support organization in addition to a partner. We also put
our pilot sites in contact with other support organizations and consultants providing graphic
design skills, program evaluation expertise, distribution, and knowledge of food product
handling, placement, and store design.
Identifying support organizations and other community partners, whether they be paid
consultants, pro-bono professionals, or other forms of support, can supplement the expertise held
by various partners and stakeholders.
3.1.3.2 Consider Potential Opposition
While the aims of healthy corner store initiatives may seem like an agreeable idea, project
planners should do their best to anticipate sources of potential opposition. While specific groups
or interests could potentially oppose a corner store initiative if it were to, for example, impact a
particular competitor‟s market, but the most likely source of opposition is skeptical community
members. If a healthy corner store initiative fails to properly engage existing organizations
in a community, seems to be operating in a way that is culturally inappropriate, or seems to
be trying to impose an outside agenda on local residents, community members may be
indifferent or even hostile.
Respecting and including community members and leaders and their needs can help to give
authenticity to a healthy corner store initiative and ensure that residents have ownership of the
program. Healthy corner store initiatives should be collaborative partnerships within the
community and organizers should take pains to not simply impose their ideas on the
community‟s various constituencies.
3.1.3.3 Secure Funding
It is also important for organizations to seek out funding sources for their work. While many
initiatives are a product of organizations self-funding, having sufficient resources to offer
incentives to store owners may necessitate seeking outside funding. In some cases,
organizations require that store owners make financial commitments to couple with any
support they receive from their partner organizations. These incentives can include
refrigeration, store enhancements (ex. paint, lighting, shelving), signage and merchandizing
displays, and tailored technical assistance (ex. produce handling, marketing). While some
peripheral assistance may be key to fostering success, it is also important to avoid direct
subsidization of food that would create a false market. Part of what is required to ensure the
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long-term success of a healthy corner store initiative is to build something that will be
economical and self-sustaining once outside support is removed.
Sources of funding that other programs have pursued include local and regional foundations,
national foundations (such as the Robert Wood Johnson Foundation), local, state and national
governmental grants (such as the state departments of health and the U.S. Center for Disease
Control and Prevention), and corporate philanthropies. Our own project is funded by the USDA
Specialty Crop Block Grant program run through the Ohio Department of Agriculture. Some of
our local partners secured funding through local health departments (for nutrition marketing), a
community foundation, and U.S. Department of Housing and Urban Development Community
Development Block Grant funds.
3.2 Evaluation
Developing an effective evaluation scheme is an important way to measure the success of a
healthy corner store initiative. Evaluation can help to identify strengths and weaknesses in a
program and provide valuable insights into what can be done more effectively. Evaluation also
serves to communicate success to community leaders and potential future funders. By setting
goals and establishing clear metrics to evaluate whether these goals have been met, the overall
effort can operate with a level of credibility that would otherwise be difficult to achieve.
The first step in developing an evaluation plan is to determine what the evaluation hopes to
measure. A considerable amount of time should go into brainstorming what success would
like and what metrics would best measure that success. Next, it is important to figure out
what type of data is important to collect (and what is available) and evaluate in order to use
it to measure the degree of success. Common evaluation objectives include tracking the
availability and sales of healthy foods, community nutritional habits before and after the program
begins, corner store traffic, and consumer purchasing behavior. These measures can be tailored
to the specific circumstances of a given program, but the metrics should be established at the
outset in order to avoid potential bias and so that data collection can be part of the work plan
instead of an afterthought.
In general, a simple evaluation plan format includes outlining a broad objective, the specific
desired outcomes, the indicators/criteria for success, the data collection needs for measuring
success, the proposed methods for data collection, proposed methods for data analysis and
reporting, and, finally, how data collection and analysis fits into the work plan. For example, an
objective might be “Increased knowledge and consumption of fruit and vegetables in food
deserts.” This objective could be measured by the following outcomes: increased access to fruit
and vegetables for community residents; community residents‟ increased knowledge of
nutritional benefits of fruit and vegetable consumption; community residents‟ increased
consumption of fruit and vegetables; and, community residents‟ demonstrated intent to continue
increased fruit and vegetable consumption in the future. Each of these outcomes would need
indicators identified, data collected, analyzed and reported.
The most common evaluation tools are surveys that are conducted before and after the
commencement of healthy corner store initiatives. The pre-program surveys are to establish a
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baseline assessment of present conditions and later surveys are used to measure progress in
measured categories. While dependent on the information being collected, the most successful
survey methods include in-store observations and/or in-store interviews.
When extensive volunteer power is available, detailed surveys are often conducted over a
significant period of time to capture a large sample of data. When volunteer support is limited or
a swift turnaround is required, one approach that can be used is to apply the rapid market
assessment model that is often used to measure traffic and purchasing behavior at farmers‟
markets.
The rapid market assessment model calls for taking small samples at repeated days and times.
The surveying can be done in several different ways, but perhaps the simplest way is to have
observers keep a tally sheet and monitor store traffic and/or purchases. Other options would be
to conduct a dot survey or to directly interview customers. Both of these options would directly
engage customers but are more labor intensive and some patrons may not wish to be approached
while shopping.
Regarding evaluation of availability and consumption, it is often most feasible to have the
store owner or distributor provide order volume over the course of the project period. Often
small stores do not have the capacity to track bar codes or sales of specific items, so looking at
order volume over time provides a proxy to sales and availability.
Another option for data collection and analysis that may yield the most accurate results is to
partner with a university or other professional researchers. When building partnerships, it may
be useful to reach out to any local universities or research units to be able to capitalize on their
evaluation research expertise.
3.2.1 Community Capitals Approach
As part of our Ohio Neighborhood Harvest healthy corner store initiative, we are utilizing a
community capitals evaluation strategy similar to the values articulated by Cornelia and Jan
Flora in their community capitals framework. The community capitals approach examines how
different roles, relationships and resources the individuals and groups bring to the project
contribute to various outcomes. Understanding these differences helps to explain how
community level processes impact the direction and success of each project. In addition, we are
utilizing a cost-benefit approach (focusing both on fixed and variable costs), to better understand
start-up costs, scalable costs, and the economic feasibility of project continuation.
To understand the project resources, how they are utilized and how they impact the success of
the projects at each study site, we rely on the six capitals defined by Flora and Flora (2004)2. We
chose to focus on five of Flora and Flora‟s community capitals:
2 Flora, C., & Flora, J. (with Fey, S.). (2004). Rural communities: Legacy and change (2nd ed.). Boulder, CO:
Westview Press.
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1. Human Capital – the skills and abilities of each individual within a community.
2. Social Capital – the networks, norms of reciprocity, and mutual trust that exist among
and within groups and communities. These can contribute to a sense of common identity
and shared future. Both bonding and bridging networks are forms of social capital.
3. Cultural Capital – the values and approaches to life that have both economic and
noneconomic implications, these include the cultural filter, and socialization processes
that transmits values from the group to its members.
4. Financial Capital – the private or public money that is used for investment (using a
financial tool to create additional value) rather than consumption.
5. Political Capital- the ability of a group to influence the distribution of resources within a
social unit. Includes organization, connections, voice and power.
We are using an informal interview process with project partners, supporters, and store
owners/managers to access capitals. By examining what each stakeholder brings to the table in a
healthy corner store initiative, it is possible to identify critical components for success. While
our evaluation strategy is still under development and our corner store projects are just
launching, we believe that the Community Capitals approach can be instructive in evaluating
how the presence or absence of different forms of capital can impact outcomes.
3.3 Supply
Ensuring supply is composed of three main areas of work: project area selection,
engaging and working with store owners/managers, and securing stable distribution. Sourcing locally can add additional economic benefits, but the approach taken depends on
opportunities available. For example, is a distributor willing to add small quantities for corner
stores to larger orders from bigger customers? When securing a supply, it is important to be
creative with finding the most economical approach to controlling costs.
3.4 Project Area Selection
Every person interviewed for this effort indicated that they used some form of food desert
identification to determine where to conduct healthy corner store work. The language in the
2008 federal Farm Bill defines a food desert as an “area in the United States with limited
access to affordable and nutritious food, particularly such an area composed of
predominantly lower income neighborhoods and communities” (USDA, ERS, 2009). Methods used for identifying food deserts can include broad aspects of accessibility - physical
accessibility, economic accessibility, healthy accessibility and cultural accessibility. Food desert
mapping can be quite sophisticated, for example, using spatial data in a GIS framework, or can
be a community forum activity that uses a community asset mapping strategy. The USDA has
conducted a literature review of food deserts
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(http://www.ers.usda.gov/Publications/AP/AP036/AP036k.pdf), in addition to developing some
simple mapping tools (see Section “Links and Sources Consulted”). These resources can help
start a community conversation.
3.5 Store Engagement
Selecting and building relationships with corner store owners and managers are critical for
success. Prospective store owners and managers should be identified based on locations of need
and proximity to existing customers who are currently underserved. According to Kara
Martin, Principal with Urban Food Link, there are a number of criteria for developing a
strategy for store selection:
Community members currently shop at the location
The business currently sells healthy items such as fresh fruits and vegetables
The business accepts SNAP and/or WIC
The store is located near a school
The store is located in an area without a supermarket nearby
The storeowner shows interest in the project by asking questions, requesting more
information
Consider working with established chain stores
Store owners and managers come from a
variety of backgrounds and often have different
metrics for deciding whether to participate in a
healthy corner store initiative. What is important
to remember when approaching any business
owner or manager is that they are a
businessperson first and foremost. Business
owners will be concerned about profitability,
impact on their bottom line, and whether
participation will involve risk. Appealing to
owners on the basis of civic importance and public
health can be useful, but also be mindful of the
business owner‟s bottom line.
3.5.1 Tips on Approaching Store Owners and Gaining Buy-In
Getting store owners to buy-in and participate requires a certain level of trust. Building a
relationship with the store owners, often over multiple visits and conversations, can build trust.
One interviewee suggested that it takes at least five visits to get a store owner on board. Another
interviewee suggested that, if possible, community members should do the store visits. Initial
conversations with the store owner can help to get sense of their mindset, personality, and
perspective, often influenced by the store owner‟s gender, age, and cultural background.
Listening to the business owner can help organizers to learn about the neighborhood in question
and make the business owner feel like organizers are genuinely interested in their business and
Keys to Store Owner Buy-In
Build trust
Make a purchase at the store
Get a sense of the store owner‟s
personality and interests
Remember that store owners are
businesspeople
Present any relevant market research
Get to know their business model
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not simply imposing a program on them. Small gestures as simple as making purchases when
visiting can help to build goodwill with store owners.
When talking strategy with a store owner, it can be helpful to be armed with research or to
offer an approach to collecting data with the store owner‟s input on the potential market for
nutritious food products (see section 4.1). This initial research can also be part of the
community engagement process. If it can be demonstrated that there is unmet demand for
certain products, this can persuade a business owner that integrating these new food products can
be profitable. The experience of various healthy corner store initiative organizers has revealed
that many store owners consider alcohol, tobacco products, and candy as their most profitable
sale items and are reluctant to introduce new products with a questionable demand, especially if
additional effort is required to stock these new products. Making a market-oriented case helps to
persuade store owners.
According to JB Silvers, Professor at Case Western Reserve‟s Weatherhead School of
Management and advisor to the Cleveland Healthy Corner Store Initiative, most corner stores do
not employ the same sliding scale approaches to mark-up as grocery stores. Instead of adjusting,
corner store owners often think in more simplistic terms that demand uniform mark up and
demanding around 20% on all products they carry. “Corner Stores won’t accept ROI’s
[returns on investment] of 10%-15% on produce because they don’t have the space or
refrigeration to deal with low turnover. They are used to quick deals on liquor and snacks
that require little to no effort. In the beginning, the challenge is to demonstrate stores can
actually make a quick turn on any produce,” said Silvers.
Another salient argument to make with store owners is that new food offerings will draw in
new customers who will then make additional purchases. Just as some grocery stores sell „loss
leaders,‟ which are products that are not profitable but attract customers, store owners may be
amenable to new efforts to get customers in the door. The convenience of picking up other items
while in the store may bolster sales of other items.
3.5.2 Technical Assistance
Many healthy corner stores will require some degree of technical assistance to get up
and running. Some key areas of concern include produce handling, ordering, and
merchandising. One of the big reasons why technical assistance is often required is that corner
store owners are deviating from their current business model to introduce new products. These
new products may not be supported in the same way as current goods, such as packaged chips,
where distributors will help with merchandizing, pricing and ordering. Therefore, this shift can
require additional support and education.
If healthy corner stores are typically going to be stocking fruits and vegetables for the first
time, store owners may be concerned about how to properly stock and handle produce. Unlike
pre-packaged food products, fruits and vegetables are subject to quicker spoilage and often
require refrigeration or other proper care. When proper training has not been conducted, some
healthy corner store program organizers have noted that store owners will do things like pick off
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portions of fruits and vegetables that appear to be browning or going bad instead of disposing of
items that should no longer be sold.
Sometimes food distributors will conduct trainings on how to properly handle and stock their
food products, so this is likely the best available resource for store owners to receive such
training. If this is not an available option, sometimes convenience store associations, grocers
associations, and other similar groups may be willing to conduct trainings, especially if a
particular store is a member of such an organization. Other places to check are fruit and
vegetable growers‟ associations or university Extension offices. Urban Food Link also has a
helpful produce handling guide, merchandising advice, and other resources available online at: https://catalyst.uw.edu/workspace/skt8/14501/101408
3.6 Distribution
Individual healthy corner store programs often take different approaches to distribution.
Most often this is a new product(s) or product line for the store, so owners/managers might need
assistance in identifying potential distributors. What needs to be avoided is having the store
owner purchase at retail prices from another retailer and resell these goods at a higher price in
their store. The goal should be to set up a distribution channel that is economical and sustainable
once the corner store project is finished. While store owners/managers and project managers
have to make their own judgments about what is available and what will work in their
location, it can be useful to work with existing distribution channels. If a distributor can be
identified who is committed to reaching new markets, this can be a win/win situation where
distributors begin to get their product into new locations while the new products help to
meet community needs. In some cases, economies of scale can be reached by having
distributors simply tack on extra product to larger orders and having small purchasers such as
corner stores pick up deliveries from other, bigger customers. Finally, as mentioned above,
distributors may offer technical assistance to store owners/managers on product handling and
advice on purchasing, promoting and staging of goods.
Potential Distribution Options for Fruits and Vegetables
Purchase from a wholesale or retail warehouse. This is a leading choice by
corner stores because they are often more affordable at lower volumes. Products
tend to have a shorter shelf-life, but are the most cost effective option.
Purchase directly from individual farmers or producers. Often this is not a cost-
effective option for farmers, but sometimes farmers will be willing to sell at a
lower cost when existing relationships exist.
Purchase directly from wholesale distributors. This option often involves
coordination where a wholesaler will add additional, small quantities to larger
orders placed by bigger purchasers.
Cooperative purchasing. Groups of small stores can work to collectively
purchase products (so they can split cases) and achieve better economies of
scale.
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3.7 Demand
Matching supply with demand includes three main areas of work: community needs
assessment, nutrition education, and community engagement and marketing. Creating
programming to stimulate demand should be tailored to the needs and characteristics of unique
communities.
3.7.1 Community Needs Assessment and Customer Surveys
A community needs assessment can support a few areas of work in the new markets model.
First, gaining an understanding of the current customers in corner stores and their preferences
can create the baseline for project evaluation by store. Further, knowing current customer
preferences can help make the case for store owner engagement. Conducting customer
surveys can engage customers while capturing desired information that can help to demonstrate
the existing demand for store owners and the purchasing habits of existing customers. There
may be some reluctance on the part of store owners to have researchers surveying customers or
customers may be unwilling to participate, but this kind of participation allows for researchers to
collect a sample from the clientele and to get a full and accurate inventory of products being
purchased. Taking an observational approach may seem less intrusive and allows researchers to
assess the behavior of all customers without putting them on the spot. The biggest drawback of
an observational approach is that it may be difficult for an observer to quickly log all purchases
and it may be more labor intensive.
A broader community needs assessment can track potential customers by gauging current
purchasing and dietary habits, as well as to identifying unmet demand. Allowing residents to tell
researchers what food products they want helps to lend credence to suggestions being made to
corner store owners by organizers and can help to determine specific offerings that will be most
popular. The most common techniques for conducting community needs assessments are
community surveys and/or interviews. Community needs assessments can be conducted through
a number of different avenues, including random sampling through neighborhood organizations
that have access to community members, non-profits who work in targeted communities, and
religious institutions if they are widely attended by residents.
3.7.2 Nutrition Education
To drive demand, a number of healthy corner store initiatives conduct various forms of
nutrition education in the communities served. Conducting nutritional education efforts can
benefit healthy corner store communities in several key ways:
● Increasing awareness of the availability of nutritious foods in the community
● Raising awareness of healthy eating habits, exercise activities, and nutritional needs
● Providing information or demonstrations on how to prepare healthful meals
Communities have come up with innovative ways to address nutrition education. Some
approaches have been as simple as providing healthy recipes in corner stores while others have
involved in-store cooking demonstrations, body mass index (BMI) screenings in stores,
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educational efforts in schools oriented towards children and their families, and nutrition and
wellness seminars in the neighborhood. The best part of offering a nutrition education
component is that it not only addresses education needs, but promotes purchasing and using the
new healthy food products being offered in the corner store.
Another helpful aspect of conducting nutrition education efforts is that there are often
numerous organizations willing to do pro bono programming. Often public health departments
and SNAP educators do community education and outreach efforts as part of their routine
operations. Many hospitals, doctors, non-profit organizations, and nutritionists have been
engaged in nutrition education efforts spearheaded by successful healthy corner store initiatives
and often these partnerships and the human and monetary capital they offer help to generate
additional public awareness and networks for success.
3.7.3 Community Engagement & Marketing
Developing a plan for community engagement and marketing strategies can often be the
definitive moment in a healthy corner store initiative. Without effective community engagement
and marketing efforts, the project will fail to fully maximize awareness and participation.
The base of any community engagement and marketing strategy is to first understand the
overall markets in the community and the customer base made up of community residents.
Understanding demographic information, where pockets of people live, and the daily habits of
where people live, work, and play will help organizers to understand how to most effectively
reach these individuals.
Involving other community partners and organizations can help to build a better
understanding of how to best reach people because of their knowledge of the people and groups
within the community. A low-cost way to reach people is to focus campaign efforts on where
these partners are already going to interact with their community members. Examples may
include places like churches and local social service agencies.
Some of the most frequently utilized engagement and marketing approaches include mailings,
coupon distribution, discount or reward card promotions, revamping window advertising in
participating corner stores, and doing door-to-door distribution of flyers. When possible, some
corner store initiatives utilize the assistance of graphic artists and marketing professionals who
may be available for consulting to develop a local brand. Consistent use of an identifiable logo
can help to create greater recognition of an initiative through the consistent display of the same
visual representation. One healthy corner store initiative held a contest for youth to design the
logo, which engaged school age children and resulted in a grassroots campaign. Market
materials can be posted in areas frequented by potential customers, such as bus stops, local
agencies, and libraries.
Other steps can be as simple as rearranging the interior of healthy corner stores to focus
greater attention on new healthy products. While grocer associations and trade organizations
may be the best people to consult regarding specific enhancements and marketing strategies,
some stores have seen positive results by offering things like small, packaged fruit and vegetable
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snacks near cash registers, prominently displaying baskets of fruit, and putting new products near
the front of the store.
4. What’s Next?
As healthy corner store initiatives proliferate around the United States there will be
tremendous opportunities for collaboration and additional learning. Some of the most potent
next steps will be to learn from the lessons of others and to foster a greater spirit of collaboration.
Our work in this area has revealed a remarkable willingness on the part of healthy corner store
groups to share their lessons, offer advice, and issues warnings about potential pitfalls. Taking
the time to engage other groups who have been in a similar situation and who have the wisdom
of their experiences can be a tremendous asset for new corner store initiatives or even existing
corner store initiatives looking to grow and improve.
While it is impossible to say what the next great breakthroughs may be in this field of work,
they will proliferate most quickly when groups are networking and sharing information. With
this in mind, we are using our own pilot projects to monitor what works and what does not work.
We will be monitoring the progress in our urban and rural sites alike and seeing what differences
exist, what barriers may be different, and how challenges are best met.
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Links and Sources Consulted
Institute for Agriculture and Trade Policy – Healthy Cornerstores Project
o Provides helpful background information on the mission and structure of the
program.
o http://www.iatp.org/localFoods/project_healthyCornerstores.cfm
Healthy Corner Stores Network
o HCSN is a not-for-profit organization supporting efforts to increase the
availability and sales of healthy, fresh, affordable foods through small-scale stores
in underserved communities. Their website includes a FAQ, links to additional
resources, academic articles on healthy corner stores, and quarterly corner stores
issue briefs.
o http://healthycornerstores.org/
The Food Trust – Healthy Corner Store Initiative
o The website for this program features briefs on existing programs, best practices,
and educational tools to help create greater awareness both about the problem of
food deserts and ways education can be utilized to improve eating habits and
nutrition.
o http://www.thefoodtrust.org/php/programs/corner.store.campaign.php
Rural Grocery Store Sustainability Initiative
o This program, sponsored by Kansas State University, confronts issues of business
development, public health, and community sustainability by identifying and
developing models to sustain retail sources of food for rural Kansas citizens. One
research area is on ways to attract and sustain local grocers who offer fresh,
healthy food products to rural communities.
o http://www.ruralgrocery.org/about/
Obama Administration‟s Healthy Food Financing Initiative
o Information on a federal program to providing financing to help bring grocery
stores and other healthy food retailers to underserved urban and rural
communities.
o http://healthycornerstores.org/wp-content/uploads/2009/08/Obama-
Administration-Details-Healthy-Food-Financing-Initiative.pdf
Food Environment Atlas
o This resource through the U.S. Department of Agriculture‟s Economic Research
Service offers county-level statistics on food choices, health and well-being, and
community characteristics.
o http://www.ers.usda.gov/foodatlas/
Healthy Stores
o Healthy Stores is a not-for-profit organization promoting access to healthy food
choices. Their website includes sample materials used in real healthy corner store
programs and strategic information about successful programs.
o http://www.healthystores.org/
Local Harvest
o Local Harvest is a network of organic local food growers. Their website provides
information on locating farmers markets, family farms, and other sources of
sustainably grown food in various communities.
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o http://www.localharvest.org/
Delridge Healthy Corner Store Project: A Toolkit for Community Organizers & Store
Owners
o A resource manual for planning, establishing, and operating healthy corner store
programs.
o http://www.healthycornerstores.org/wp-
content/uploads/resources/Delridge_HCS_Toolkit.pdf
Market Makeovers
o An online resource about the process of transforming small corner stores to carry
healthier food choices.
o http://www.marketmakeovers.org/
Neighborhood Groceries: New Access to Healthy Food in Low-Income Communities
o A report chronicling potential market-based solutions to food access issues from
California Food Policy Advocates.
o http://www.cfpa.net/Grocery.PDF
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Acknowledgements
We would like to acknowledge Jessica Gambacurta, formerly of the Center for Farmland
Policy Innovation for her early work on this research project and in conducting interviews. In
addition, we would like to thank Shoshanah Inwood from The Ohio State University for
reviewing an early version of this document and offering helpful feedback. Other individuals
who provided contributions and advice include Morgan Taggart and Lauren Melnick, both of
The Ohio State University Extension. Further, we would like to thank the following individuals
who so willingly volunteered to give time to be interviewed:
JoAnne Berkenkamp
Program Director, Local Foods
Institute for Agriculture and Trade Policy
Minneapolis, MN http://www.iatp.org/
Rachel Dannefer
Program Evaluator
Healthy Bodegas Initiative
New York City, NY http://www.nyc.gov/html/doh/html/cdp/cdp_pan_hbi.shtml
Javier Gutierrez
Strategic Alliance for Health in Boston
Healthy on the Block Project
Boston, MA
Sarah Shaikh
Coordinator for Healthy Communities Initiative
City Harvest Staten Island
Staten Island, NY http://www.bphc.org/programs/cib/chronicdisease/strategicallianceforhealth/Pages/Home.aspx
Susana Hennessey-Lavery
San Francisco Department of Public Health
Tobacco Free Project
San Francisco, CA http://www.sfdph.org/dph/comupg/oprograms/CHPP/tobaccoFreeProj.asp
Josh Jennings
YMCA of Greater Louisville
Louisville, KY http://www.ymcalouisville.org/
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Kara Martin
Principal
Urban Food Link
Seattle, WA
www.urbanfoodlink.com
Alycia Santilli
Assistant Director
Community Alliance for Research and Engagement (CARE)
Yale University
New Haven, CT http://ycci.yale.edu/care/index.aspx
Kayla Schott-Bresler
Healthy Corner Stores Coordinator
Lane Coalition for Healthy Active Youth (LCHAY)
Eugene, OR http://lchay.org